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Leveraging Current Technology for Human Capital Talent Management
WOILE 15-06, CW4 James Arnold

Army senior leaders all agree that talent management is an integral piece to human capital distribution; however, the means and current business practices do not meet the current demands. The current manning conferences held at the Army Human Resources Command (AHRC) are highly technicial and provide a modicum of the true talent pool available for the officers identified to move based upon time, information resources, and the Mission Essential Requirements (MER) list provided by the field. The future of talent management distribution hinges upon the Army leveraging current technology for data mining which will enhance talent management distribution in a regionally aligned global force.

Observation: Legacy Human Resources systems lack data elements specifically designed to highlight talent management coupled with the fact that the Officer Record Brief (ORB) does not always reflect an accurate picture.

Discussion: The Office of Economic and Manpower Analysis (OEMA) conducted a pilot program call the “Green Pages” on talent management that included input from organizations on positions and officer input identifying skill sets. The pilot provided evidence that officers felt more in control of the assignment process and identified officers with more specialized skills that are not captured using current HR systems. Units had more input in whom they selected based upon certain skills and provided an overall better assignment process. Identifying skill sets and certifications earlier in the talent management cycle will save the Army resources and ensure proper utilization. Officers possessing language skills or professional certifications for a certain region, that aren’t properly documented, would allow the Army to place this officer in certain billets without

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